The United States military stands out as one of the most diverse organizations globally, encompassing active-duty personnel, reservists, federal civilians, contractors, and volunteers from various corners of the world. This diverse mix brings together a rich array of values, beliefs, and experiences, creating an environment where individuals not only collaborate with fellow Americans but also seamlessly integrate with a diverse cohort from allied nations. Embracing diversity emerges as a gratifying aspect of serving one’s country, and what may not be commonly known is the military’s concerted efforts to leverage this diversity for a competitive advantage against potential adversaries.
In 2017, I was given the opportunity to represent our regional headquarters as the Chief Diversity, Equity and Inclusion (DEI) Officer. Some of the roles I performed included: coordinated leadership development, education, training and assessments of DEI programs; developed meaningful content that supported command DEI strategies and the Navy’s DEI Mission, Vision and Goals; responded to current events and address identified needs; and embodied DEI Mission, Vision and Goals and fostered an inclusive environment.
Here are a few ways coaching helped me as a DEI Officer
1. We all wear different lenses.
The way we see the world shapes how we interact within it. Take two people a football and ask them what they saw, and you’ll get two different stories. How can that be? There was only one game, yet different versions of it are told. This happens because we each look for different things throughout the event. Some notice the exciting plays, the bright lights of the scoreboard, and the loud cheers while others may notice the player slamming his helmet near the bench after missing a catch, the fan who spilled beer on his pants during the “wave,” and how the grass on the field seemed too slippery for players to make a proper cut on their passing route. It’s impossible to take in all the events during the game and we choose what we want to see. This happens in life as well. We see through our “lenses” which are unique to each of us.
Coaches help us lift those lenses to see life from other perspectives. We ask questions such as “what would someone you admire do in this situation?” and “what about your perspective needs to shift to help you see this differently?” It’s possible to walk in the dark down your desired path, but having a coach illuminate the way can bring clarity to your perspective.
2. Organizations run best when alignment exists.
While our Navy’s mission, vision, and goals are meticulously outlined and communicated to all members, the same clarity often eludes our personal missions, visions, and goals. When was the last time you took a thoughtful look at yours? Are they documented, and do you actively review them with others? As the DEI Officer, part of my role involved collaborating with leaders to elucidate their personal drivers and synchronize them with the broader organizational objectives.
A fundamental step in coaching involves establishing the client’s primary goal. This goal, documented in the coaching agreement, serves as a constant reference point throughout coaching conversations, especially when the client undergoes shifts in direction. For instance, if the primary goal is to become a leader that people want to follow, a coach emphasizes the importance of aligning actions and micro-goals with this overarching objective. Essential questions, such as “How do your values align with your organization’s values?” were integral to our approach, extending this alignment effort to individual leaders, the Board, and the entire organization.
3. The art of asking thoughtful questions serves as a gateway to expansive learning.
Recognizing that each person grapples with their unique battles, whether in relationships, finances, health, or myriad other concerns, is a cornerstone of understanding. It’s equally crucial to acknowledge that the only person one can genuinely change is oneself. Leaders, when cultivating compassion through mindful actions, embark on a journey of self-discovery that invariably enhances their ability to lead others effectively. In my role as the DEI Officer, I coordinated monthly events designed to stimulate learning and raise awareness about the challenges faced by various members within our organization. These gatherings not only nurtured trust but also elevated conversations, giving rise to powerful questions.
Coaches specialize in prompting individuals to delve into deeper realms of thinking. They ask the tough questions that friends and colleagues might shy away from. For instance, as the DEI Officer, I encouraged Board members to scrutinize the biases inherent in their leadership styles. I also challenged leaders to explore areas in their lives where they introduced “should” or “need to” into their conversations. Recognizing that such statements often imply an underlying assumption of being unequivocally right, coaches intervene with questions like, “What about your statement do you know is true?” This probing approach encourages self-reflection, challenging leaders to reassess their assumptions and fostering a culture of continual growth and open-mindedness.
During my two-year tenure as the Chief DEI Officer, we orchestrated numerous events and learning initiatives that positively impacted hundreds of individuals. I consider myself fortunate and honored to have collaborated with an exceptional group of leaders, contributing to the substantial growth of our organization. The coaching conversations we engaged in played a pivotal role in amplifying these efforts, solidifying my belief that coaches can significantly assist other organizations in their pursuit of similar initiatives.
